Motivation Theory Analysis

1.0 Analysis Using Motivation Theories

1.1 Expectancy Theory

Expectancy theory the base of work motivation, effort expenditure and job performance. Involving training motivation, turnover, productivity, self-set goals, goal commitment, and goal level (Vroom 1964; Van Eerde and Thierry 1996). The points stated above relate to the given case study in which Lisa a one-time golden girl in the training area made her fall in the company due to poor job design. (Dar et al .2014, 225) stated that, “ The prime objective of HRM is to ensure accomplishment of organizational goals by developing motivated & talented workforce through imparting need-based training”. Lisa’s position is that of such where her efforts and determination was being hindered by

The motivation theory when applied to the case shows that there is a lack of job empowerment. When there is a positive work environment with job equality amongst the employees and a good reward system the employees existence needs would be easily met .Employees thrive on relatedness needs such as better communication, teamwork, mutual respect and conflict management within the workplace. Employees feel satisfied when employers satisfy their lower level needs, with that employees feel motivated to grow and achieve with the assistance of a good job structure and effective training to improve growth needs. (Anyim, Chidi and Badejo.2012,38) suggested that “In order to elicit better performance, motivational factors must be accorded high priority and employed properly as an essential ingredient for organizational progress and survival especially in the current day turbulent operating environment” Therefore, assembly line balancing (Otto and Scholl 2011), job rotation scheduling and positive well managed work environment can lead to a significant improvement of worker well-being and productivity resulting in enhancement of job satisfaction and improvement in productivity of work (Neumann et al. 2006; Lodree et al.

Renko, Maija, K. G. Kroeck, and Amanda Bullough. 2012. "Expectancy Theory and Nascent Entrepreneurship." Small Business Economics 39 (3): 667-684. doi:http://0-dx.doi.org.prospero.murdoch.edu.au/10.1007/s11187-011-9354-3.

2. Van Eerde, W., & Thierry, H. (1996). Vroom’s expectancy models and work-related criteria: A meta-analysis. Journal of Applied Psychology, 81(5), 575–586.

3. Vroom, V. H. (1964). Work and motivation. New York: Wiley.

4. Aftab Tariq Dar, Mohsin Bashir, Faheem Ghazanfar, and Muhammad Abrar.2014. “Mediating Role of Employee Motivation in Relationship to Post- Selection HRM Practices and Organizational Performance.” International Review of Management and Marketing 4 (3): 224-238.

5. Prashant Bordia, Simon Lloyd D. Restubog, Nerina L. Jimmieson, and Bernd E. Irma.2011. “Haunted by the Past: Effects of Poor Change Management History on Employee Attitudes and Turnover.” Group & Organization Management 36 (2): 194.

6. Anyim, Chidi and Badejo.2012,38) suggested that “In order to elicit better performance, motivational factors must be accorded high priority and employed properly as an essential ingredient for organizational progress and survival especially in the current day turbulent operating